By Eric Schuster, Vice President, Dayforce Product Management at Ceridian.
Successful leaders know that effective performance management is necessary to engage employees. When performance management is done right, employees know what is needed from them to meet organizational goals, allowing them to take ownership of their career development.
At Ceridian, we have worked to build a powerful performance management tool into our current cloud-based HCM solution, Dayforce Human Capital Management. With Dayforce Performance Management, leaders can drive strategic behavior by managing and rewarding employee performance in an intuitive and configurable environment.
Building this solution helped me learn a lot about the way an effective performance management process works. I have always found that real performance management happens in the discussion between the manager and employee. A key goal for any manager should be to turn that single “point in time” discussion into an ongoing, meaningful conversation between the employee and the manager. Indeed, that’s what we have done with Dayforce Performance Management.
Along those lines, here are five of the most worthwhile lessons I learned throughout this process.
It starts at the top
Leadership needs to be fully invested in real performance management. To build a successful program, your executives need to create an environment where performance management is not merely “something that HR does.” The message from executives needs to be “This is how we manage our people and this is how we are going to grow the organization.” Leadership needs to provide transparency to each employee on how their goals align with corporate objectives and how their efforts help the organization succeed.
Sustained manager engagement is key
Achieving sustained manager engagement in performance management is the holy grail. Having HR impose deadlines once or twice a year for managers to complete reviews doesn’t equal real involvement. Every company has pockets of managers who are deeply invested in doing real performance management. The challenge for any company is to build on those managers who are doing it.
Employees follow their managers’ lead
Employees’ engagement in performance management is directly correlated to their manager engagement. Simply put, if the manager is actively engaged, then their employees will be too. Manager involvement will change what the employees discuss from basic statements – like “I am a 3”- to more sophisticated conversations, like “this is what I need to do to grow in my career.”
Everyone resents the status quo
More than likely, all stakeholders are dissatisfied with their current performance management solution, and everyone is interested in a better way to do the job. Traditional methods are becoming less popular as everyone questions their effectiveness. Shifts in the way people communicate and work with each other are two of the underlying macro causes. A recent report from SHRM, Putting the “Performance” Back in Performance Management, is an example of the research being done that examines these trends and why companies are re-thinking their performance management programs.
Performance management reflects culture
A company’s performance management program is a reflection of its corporate culture. Find a methodology that fits your company, and then make it your own. The software should support the performance management program, not define it. That is why we built Dayforce Performance Management to have flexibility in its configuration.
To learn how you can better maximize the value of your talent, check out Dayforce Performance Management. Makes Work Life Better™
Eric Schuster joined Ceridian in June 2005 where he has held a variety of leadership positions within Ceridian’s product management function. Since July 2011, he has been responsible for the HR, Benefits, and Talent product management for Dayforce HCM product.
Prior to Ceridian, Eric was Director, Product Management for e-gate Solutions (a Gategourmet company) with responsibility for product management solutions globally. Eric previously held a number of positions with Delta Air Lines in their Supply Chain, InFlight Service, and Finance departments.
Eric has undergraduate degree from Syracuse University and a Master of Business Administration from Wake Forest University.